1. Managing Strategy and Strategic Planning8
Managing Strategy and Strategic Planning

2. The Nature of Strategic Management
Strategy: a comprehensive plan for accomplishing an organization’s goals.
Strategic management: a comprehensive and ongoing management process aimed at formulating and implementing effective strategies; it is a way of approaching business opportunities and challenges.
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3. Effective Strategy
A strategy that promotes a superior alignment between the organization and its environment and between the organization and the achievement of its strategic goals.
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4. The Components of Strategy
Distinctive components: an organizational strength possessed by only a small number of competing firms.
Scope: when applied to strategy, it specifies the range of markets in which an organization will compete.
Resource deployment: how an organization will distribute its resources across the areas in which it competes.
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5. Types of Strategic Alternatives
Business-level strategy is the set of strategic alternatives that an organization chooses from as it conducts business in a particular industry or market.
Corporate-level strategy is the set of strategic alternatives that an organization chooses from as it manages its organization and operations simultaneously across several industries and markets.
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6. Strategy Formulation and Implementation
Strategy formulation: the set of processes involved in creating or determining the strategies of the organization; it focuses on the content of strategies.
Strategy implementation: the methods by which strategies are operational or executed within the organization; it focuses on the processes through which strategies are achieved.
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7. Formulation and Implementation (cont’d)
Deliberate strategy: a plan chosen and implemented to support specific goals.
Emergent strategy: a pattern of action that develops over time in an organization in the absence of missions and goals or despite missions and goals.
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8. Using SWOT Analysis to Formulate Strategy
SWOT: An acronym that stands for strengths, weaknesses, opportunities, and threats.
Organizational strength: a skill or capability that enables an organization to conceive of and implement its strategies.
Common strength: an organizational capability possessed by numerous competing firms.
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9. Figure 8.1: SWOT Analysis
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10. SWOT: Evaluating Strengths
Strategic imitation: the practice of duplicating another organization’s distinctive competency and thereby implementing a valuable strategy.
Sustained competitive advantage: a competitive advantage that exists after all attempts at strategic imitation have ceased.
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11. Evaluating an Organization’s Weaknesses
Organizational weakness: a skill or capability that does not enable an organization to choose and implement strategies that support its mission.
Competitive disadvantage: a situation in which an organization is not implementing valuable strategies that are being implemented by competing organizations.
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12. Evaluating an Organization’s Opportunities and Threats
Organizational opportunity: an area in the environment that, if exploited, may generate higher performance.
Organizational threats: an area in the environment that increases the difficulty of an organization performing at a high level.
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13. Porter’s Generic Strategies
Differentiation strategy: a strategy in which an organization seeks to distinguish itself from competitors through the quality of its products or services.
Overall cost leadership strategy: a strategy in which an organization attempts to gain a competitive advantage by reducing its costs below the costs of competing firms.
Focus strategy: a strategy in which an organization concentrates on a specific regional market, product line, or group of buyers.
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14. The Miles and Snow Typology
Prospector strategy: a strategy in which the firm is constantly seeking new markets and new opportunities and is oriented toward growth and risk taking.
Defender strategy: a strategy in which the firm concentrates on protecting its current markets, maintaining stable growth, and serving current customers.
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16. Miles and Snow Typology (cont’d)
Analyzer strategy: a strategy in which the firm attempts to maintain its current businesses and to create new market opportunities.
Reactor strategy: a strategy in which a firm has no consistent approach to strategy.
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18. Strategies Based on the Product Life Cycle
Product life cycle: a model that shows sales volume changes over the life of products.
Introduction stage: demand may be very high and sometimes outpaces the firm’s ability to supply the product.
Growth stage: more firms begin producing the product, and sales continue to grow.
Mature stage: overall demand growth begins to slow down.
Decline stage: demand for product decreases.
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19. Figure 8.2: The Product Life Cycle
Insert Figure 8.2
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21. Formulating Corporate Level Strategies
Diversification: the number of different businesses that an organization in engaged in and the extent to which these businesses are related to one another.
Single-product strategy: a strategy in which an organization manufactures just one product or service and sells it in a single geographic market.
Related diversification: a strategy in which an organization operates in several different businesses, industries, or markets that are somehow linked.
Unrelated diversification: when a firm operates multiple businesses that are not logically associated with one another.
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22. Implementing Corporate Level Strategies
Backward vertical integration: an organization begins the business activities formerly conducted by its suppliers.
Forward vertical integration: an organization stops selling to one customer and sells instead to that customer’s customers.
Merger: the purchase of one firm by another of the same size.
Acquisition: the purchase of a firm by another that is considerably larger.
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23. International and Global Strategies
International firms can improve their efficiency through several means not accessible to a domestic firm.
Location efficiencies, by locating their facilities anywhere in the world that yields the lowest costs.
They may also lower costs by capturing economies of scale.
By broadening their product lines they can enjoy economies of scope.
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24. Multinational Flexibility
Unlike domestic firms which operate in and respond to changes in the context of a single domestic environment, international businesses may also respond to a change in one country by implementing a change in another country.
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25. Worldwide Learning
The diverse operating environments of multinational corporations may also contribute to organizational learning.
Differences in these operating environments may cause the firm to operate differently in one country than another.
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26. Strategic Alternatives for International Business
Home replication: a firm utilizes the core competency or firm specific advantage it developed at home as its main competitive weapon in the foreign markets that it enters.
Multi-domestic strategy: a corporation manages itself as a collection of relatively independent operating subsidiaries and is free to customize its products, its marketing campaigns, and operating techniques to meet local customer needs.
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27. Global Strategy
A global corporation views the world as a single marketplace and has as its primary goal the creation of standardized goods and services that will address the needs of customers worldwide.
Transnational strategy: the transnational attempts to combine the benefits of global scale efficiencies, such as those pursued by a global corporation, with the benefits and advantages of local responsiveness, which is the goal of a multi-domestic corporation.
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28. Replacement of Suppliers and Customers
Backward
Vertical
Integration
An organization’s beginning the
business activities formerly conducted
by its suppliers
Forward
Vertical
Integration
An organization stops selling to one
customer and sells instead to that
customer’s customers
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29. Managing Diversification
Portfolio
management
technique
A method that diversified organizations
use to make decisions about what
businesses to engage in and how to
manage these multiple businesses
to maximize corporate performance
BCG
matrix
A method of evaluating businesses
relative to the growth rate of
their market and the organization’s
share of the market
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30. Figure 8.3: The BCG Matrix
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31. Figure 8.4: The GE Business Screen
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